The document discusses strategies for banks to transition from traditional banking to diversified financial services companies. It outlines goals such as increasing revenue from fee-based products, cross-selling to existing customers, and providing consistent service across channels. The balanced scorecard approach is presented as a way to align business units, link strategy to performance management, and clarify roles. A case study of a bank that implemented the balanced scorecard is described.
How To Make A Demand Management FrameworkMalcolm Ryder
Managing demand is critical to both efficacy and viability for any organization with ongoing heavy workloads or large consituencies. But "demand management" is routinely used to label the wrong thing. Seen properly as something that exists whether we respond to it or not, demand has its own life and impact. This general discussion surveys the distinction of demand and what to do with it.
This is a white paper I wrote a couple of years ago on the knotty subject of segmentation. I\'ve found that 90% or more of segmentation projects do not meet the original objectives. It amazes me that most of the planet persists in making the same mistakes on segmentation again and again. Many segmentation frameworks last about as long as the tenure of the CMO. Then the CMO is replaced and a new one is launched! I\'ve tried to outline the main pitfalls and how you avoid them. Comments welcome.
Customer Segmentation: Design and Delivery (Webinar)CGAP
This webinar, recorded in September with SPTF, covers the design and delivery of customer segmentation work. Included are example cases from CGAP's work, sharings by webinar participants, and a preview of CGAP's forthcoming Customer Segmentation Toolkit. The webinar recording is available at https://youtu.be/RJfthuKif80
How To Make A Demand Management FrameworkMalcolm Ryder
Managing demand is critical to both efficacy and viability for any organization with ongoing heavy workloads or large consituencies. But "demand management" is routinely used to label the wrong thing. Seen properly as something that exists whether we respond to it or not, demand has its own life and impact. This general discussion surveys the distinction of demand and what to do with it.
This is a white paper I wrote a couple of years ago on the knotty subject of segmentation. I\'ve found that 90% or more of segmentation projects do not meet the original objectives. It amazes me that most of the planet persists in making the same mistakes on segmentation again and again. Many segmentation frameworks last about as long as the tenure of the CMO. Then the CMO is replaced and a new one is launched! I\'ve tried to outline the main pitfalls and how you avoid them. Comments welcome.
Customer Segmentation: Design and Delivery (Webinar)CGAP
This webinar, recorded in September with SPTF, covers the design and delivery of customer segmentation work. Included are example cases from CGAP's work, sharings by webinar participants, and a preview of CGAP's forthcoming Customer Segmentation Toolkit. The webinar recording is available at https://youtu.be/RJfthuKif80
The consumer has been the king for quite a while now. Why then are organizations struggling to engage the consumer, personalize its offering and maximize the value that they can realize.
BRIDGEi2i presents a comprehensive, end to end Consumer Analytics solution that helps you know your consumer better, predict purchasing decisions and personalize recommendations
Growth Stage Technology Business Evaluation and Strengthening - Nov 2010 - Da...Dave Litwiller
Performance indicators to monitor and operational disciplines to improve to achieve the highest growth rate, financial return and strategic impact in growth-stage technology-based businesses.
Zinnov launches a first-of-its-kind ‘Partner Enablement Framework’ to help te...Zinnov
Zinnov, a leading market expansion and globalization advisory firm, today announced the release of a first-of-its-kind ‘Partner Enablement Framework’ to help technology companies unlock their channel partner potential. Highlighting the current landscape and opportunities that are present in the ecosystem, the released study also revealed that India currently hosts over 11,000 IT channel partners, excluding PC resellers and box pushers. While 65% of these partners focus on IT services/ managed services, 44% of the partners claim to have solution centric capabilities, while 37% of the current partner base is termed as resellers/ value added resellers.
Webinar: Retail Banking - Optimizing the Customer Deposit LifecycleSparkPost
Marketing has become a dominant force for revenue growth in the battle for retail bank relationships. As consumer preferences shift rapidly to digital channels, there’s both a great challenge and opportunity to cultivate a customer journey that is more personalized and engaging than ever.
Analytical CRM ensues the reason to contact is mapped to willingness to pay and elasticity of the relationship making the process of engagement enjoyable
This presentation is based on the book Sales Growth: Five Proven Strategies from the World's Sales Leaders. Sales Growth focuses on how to drive top line growth. Through interviews with 120 sales leaders from the world’s most successful B2B and B2C companies, the authors have uncovered the stories and innovative practices that drive growth. Sales Growth distills the interviews into a set of practical, real-world insights across five major strategies: Find Growth Before Your Competitors Do; Sell the Way Your Customers Want; Soup up Your Sales Engine; Focus on Your People.
Not all leads will be customers. Using lead conversion processes and automation, leads can be qualified and nutured better to allow sales to focus on those leads that are likely to close.
When marketing takes more control of the lead conversion process, sales is able to focus on closing deals, rather than on selling to customers who are not interested or may not be your customers at all.
Identify your potential customer segments is meaningless. Unless you have clear objectives and a clear plan how to utilize these customer segmentation in your future actions. Read how to use Big Data tool to succeed in your next customer segmentation project.
This PowerPoint was made based on the article written by Tien Anh Nguyen “Customer Segment: A guide to the best B2B practices” published by Openview on Sep, 1st 2016.
Strategic Sourcing is a print, apparel and promotional products business that takes charge and helps all sized businesses benefit from scale of economy.
Strategic Sourcing’s platform is twofold; first, our aim is to help all sized businesses. With our association with numerous buying groups, affiliations with overseas manufacturers and internal sourcing structure Strategic Sourcing has the ability to accredit fantastic cost savings no matter the size of the purchase. We have the ability to let small and medium sized businesses make purchases of essential procurement and marketing products they were never able to in the past.
Secondly, we have built a better mouse trap for independent sales associates that allows the associate to do what they do best and that is sell. Strategic Sourcing has taken the approach of servicing our sales associates with dedicated customer service representatives that handle all back end operations. Starting with quoting, presentations to invoicing, collections and order follow up. With our SOP, MIS back end system we have the ability to embrace our sales associates with the service they truly need and entertain our customer service representatives with a system that will not bog them down with tedious additional system entrees. Our system is enabled to take a quote and use it as a flow through to the final stage of each job. Additionally, we have enabled a better commission structure that promotes our sales associates to strive for superior results.
With our two fold approach we offer a win win business model.
Komunitas Sama Sama Sejahtera, cara tercepat meraih kebebasan finansial bersama dengan system bantu membantu. Sehingga kita dapat menikmati kesejahteraan bersama melalui S3-System.
The consumer has been the king for quite a while now. Why then are organizations struggling to engage the consumer, personalize its offering and maximize the value that they can realize.
BRIDGEi2i presents a comprehensive, end to end Consumer Analytics solution that helps you know your consumer better, predict purchasing decisions and personalize recommendations
Growth Stage Technology Business Evaluation and Strengthening - Nov 2010 - Da...Dave Litwiller
Performance indicators to monitor and operational disciplines to improve to achieve the highest growth rate, financial return and strategic impact in growth-stage technology-based businesses.
Zinnov launches a first-of-its-kind ‘Partner Enablement Framework’ to help te...Zinnov
Zinnov, a leading market expansion and globalization advisory firm, today announced the release of a first-of-its-kind ‘Partner Enablement Framework’ to help technology companies unlock their channel partner potential. Highlighting the current landscape and opportunities that are present in the ecosystem, the released study also revealed that India currently hosts over 11,000 IT channel partners, excluding PC resellers and box pushers. While 65% of these partners focus on IT services/ managed services, 44% of the partners claim to have solution centric capabilities, while 37% of the current partner base is termed as resellers/ value added resellers.
Webinar: Retail Banking - Optimizing the Customer Deposit LifecycleSparkPost
Marketing has become a dominant force for revenue growth in the battle for retail bank relationships. As consumer preferences shift rapidly to digital channels, there’s both a great challenge and opportunity to cultivate a customer journey that is more personalized and engaging than ever.
Analytical CRM ensues the reason to contact is mapped to willingness to pay and elasticity of the relationship making the process of engagement enjoyable
This presentation is based on the book Sales Growth: Five Proven Strategies from the World's Sales Leaders. Sales Growth focuses on how to drive top line growth. Through interviews with 120 sales leaders from the world’s most successful B2B and B2C companies, the authors have uncovered the stories and innovative practices that drive growth. Sales Growth distills the interviews into a set of practical, real-world insights across five major strategies: Find Growth Before Your Competitors Do; Sell the Way Your Customers Want; Soup up Your Sales Engine; Focus on Your People.
Not all leads will be customers. Using lead conversion processes and automation, leads can be qualified and nutured better to allow sales to focus on those leads that are likely to close.
When marketing takes more control of the lead conversion process, sales is able to focus on closing deals, rather than on selling to customers who are not interested or may not be your customers at all.
Identify your potential customer segments is meaningless. Unless you have clear objectives and a clear plan how to utilize these customer segmentation in your future actions. Read how to use Big Data tool to succeed in your next customer segmentation project.
This PowerPoint was made based on the article written by Tien Anh Nguyen “Customer Segment: A guide to the best B2B practices” published by Openview on Sep, 1st 2016.
Strategic Sourcing is a print, apparel and promotional products business that takes charge and helps all sized businesses benefit from scale of economy.
Strategic Sourcing’s platform is twofold; first, our aim is to help all sized businesses. With our association with numerous buying groups, affiliations with overseas manufacturers and internal sourcing structure Strategic Sourcing has the ability to accredit fantastic cost savings no matter the size of the purchase. We have the ability to let small and medium sized businesses make purchases of essential procurement and marketing products they were never able to in the past.
Secondly, we have built a better mouse trap for independent sales associates that allows the associate to do what they do best and that is sell. Strategic Sourcing has taken the approach of servicing our sales associates with dedicated customer service representatives that handle all back end operations. Starting with quoting, presentations to invoicing, collections and order follow up. With our SOP, MIS back end system we have the ability to embrace our sales associates with the service they truly need and entertain our customer service representatives with a system that will not bog them down with tedious additional system entrees. Our system is enabled to take a quote and use it as a flow through to the final stage of each job. Additionally, we have enabled a better commission structure that promotes our sales associates to strive for superior results.
With our two fold approach we offer a win win business model.
Komunitas Sama Sama Sejahtera, cara tercepat meraih kebebasan finansial bersama dengan system bantu membantu. Sehingga kita dapat menikmati kesejahteraan bersama melalui S3-System.
The Evaluation of Time Performance in the Emergency Response Center in Kerman...Emergency Live
The Evaluation of Time Performance in the Emergency Response
Center to Provide Pre-Hospital Emergency Services in Kermanshah
http://www.ccsenet.org/journal/index.php/gjhs/article/view/38288
En Ufeed diseñamos las campañas de RSE y las difundimos. Implementar y comunicar RSC ya no es un lujo, es una obligación. Lo que no se comunica no existe.
Y todo en 4 clicks.
Sin ningún esfuerzo por tu parte y con la opción de conocer los resultados de las campañas de manera fácil e intuitiva.
Metrics that Wow! How Coremetrics Became the Customer Service Model of SuccessParature, from Microsoft
A customer-centric culture has never been more important to organizations than it is today, and the most successful customer service organizations have realized the criticality of the customer experience, as well as the need to make organizational changes to improve it.
But how do you facilitate an organizational shift? How do you recognize the need for change, develop a plan, determine customer & business impact, and get results? How do you achieve key support metrics such as?
:: Customer satisfaction improved to 90%
:: Agent responsiveness is up to 92%
:: Agent product knowledge grew to 91%
:: Customer loyalty jumped to 93%
This eye-opening webinar helps you to discover how organizations can reduce their cost to provide service while increasing customer satisfaction by investing in technology and implementing internal change.
Digital transformation: A seminar for senior managementMichael Cairns
This presentation represents a full day workshop for senior executives designed to help define and execute digital transformation programs within their businesses.
Email if you want a downloaded copy. michael.cairns @ outlook.com
Day 1 driving business impact multichannel excerptAnn McCartan
An excerpt from Day 1 of a 3 day seminar series on Multichannel Marketing, from strategy to detailed contact plans, campaign examples, metrics and modeling.
Customer Experience is a key differentiator – globally, 81% of consumers are willing to pay more for a better experience [Capgemini]. Learn about the changing customer environment, how to go about creating a customer experience-led approach and the benefits it will bring!
1. Creating the Strategy Focused Bank A Discussion Document Jonathan Chocqueel-Mangan February 2003 t : m tyler mangan clear thinking: decisive action
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6. The Balanced Scorecard identifies individual strategic themes which define the bank’s overall strategy The BSC articulates a business’ unique set of hypotheses about what drives value creation across these dimensions Sample Banking Strategic Themes Product Development Focus on developing and bundling innovative & tailored financial products and services. Marketing / Sales Focus on relations with customers to build the value proposition (e.g., cross-sell services). Risk Management Rapidly approve loans while maintaining the highest level of credit quality. Manage enterprise-wide risk. Customer Service Offer seamless customer service across all channels: branch, call center, and internet. “ Customized Financial Solutions” “ One-to-One Marketing” “ Effectively Manage Risk” “ Provide Seamless Customer Service” Operations Focus on productivity management, operating performance, and improving the efficiency ratio. “ Enhance Productivity”
9. . . . and the corresponding Strategy Map Sustainable profit growth Revenue growth in Key Segments Achi e ve s trateg i c c ost base Streamline and optimise business processes Bala n ce growth and r isk Risk and capital management Enhance productivity through lowering cost to serve “ Provide me with good value and innovative solutions” “ Be my valued, Trusted Financial Adviser / Provider” “ Provide me with consistent, personalised, easy, and convenient service” Deliver Propositions to meet existing and future customer needs Understand Customer needs Execute right delivery experience for each proposition Enable delivery channels to provide high quality, differentiated services Provide Chann e l c la r ity internally and externally Migrate routine transactions to cost efficient channels Deliver reliable, easy to use SVC information Exploit technology driven by the business needs Modernise technology and communication cap a bili t y Deliver performance management systems that recognise and reward high performance Enable achievement of personal career goals in line with business need Create an open and supportive culture where staff are entrusted and empowered Establish organisation skills in coaching, mentoring, selling and relationship management
16. We can bring examples from a wide range of blue chip clients
17. For more information contact Jonathan Chocqueel-Mangan tel(m): 07767 498411 tel(o/f): 01737 226857 email: [email_address] www.tylermangan.com t : m tyler mangan clear thinking:decisive action Helping clients create adaptive organisations
Editor's Notes
With a plan in place, and a simple process for monitoring progress, the next stage is to identify actions. Closing the gaps with ‘internal projects’ is not new – but doing it in such a way that takes account of the scarcity of resources and aligns them with clear goals, clarifies accountability, and potentially links projects to budgeting and planning processes may be. With your strategy map in place, projects that don’t support key objectives should be shelved or delayed. And if you can’t bring yourself to do that, then you may have to ask if you have the right objectives.